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Exam

Name___________________________________
1.
A great manager makes a job more enjoyable and productive.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 30
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual

2.
Managers play an important role in dealing with various challenges being faced by organizations today.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 30
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual

3.
Today's managers are just as likely to be women as they are men.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 31
Learning Outcome: Describe the components of the management environment
AACSB: Multicultural and Diversity Understanding
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

4.
A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 31
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual

5.
A manager's job is all about personal achievement.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 31
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual

6.
In traditionally structured organizations managers can be classified as first-line managers, middle managers, or top
managers.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment; Discuss factors influencing organizational
structure decisions
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

7.
Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect
the entire organization.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 32
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual
8.
Effectiveness refers to getting the most output from the least amount of input.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

9.
Efficiency is described as "doing things right."

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

10.
The four contemporary functions of management are planning, organizing, leading, and controlling.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

11.
Determining who reports to whom is part of the controlling function of management.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 35
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

12.
Directing and motivating are part of the controlling function of management.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

13.
When a manager performs the controlling function of management, he must monitor and evaluate performance.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

14.
Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 36
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

15.
Disturbance handler is one of Mintzberg's interpersonal roles.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 36
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

16.
According to Robert L. Katz, managers need to have technical, human, and conceptual skills.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 37
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

17.
Technical skills become less important as a manager moves into higher levels of management.

True

False
Explanation:
Comment:
Type: TF
Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

18.
Conceptual skills are less important to top managers.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

19.
In order for organizations to survive successfully, managers must create a customer-responsive organization.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 41
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual
20.
Social media platforms for electronic communication have become popular among employees to share ideas in their
personal lives, but have not yet become tools used extensively in the workplace.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 41
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual

21.
Innovation is confined to high-tech and other technologically sophisticated organizations.
Answer:
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 42
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual

22.
Management is universally needed in all organizations.
True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 43
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual

23.
A portion of a manager's job, especially at lower organizational levels may entail duties that are often more clerical than
managerial.

True

False
Explanation:
Comment:
Type: TF

Var: 1

Page Ref: 44
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual

24.
Which of the following statements regarding managers in today's world is accurate?
A)
The single most important variable in employee productivity and loyalty is the quality of the relationship between
employees and their direct supervisors.
B)
Their age range is limited to between 30 and 65 years.
C)
They can be found exclusively in for-profit organizations.
D)
They are found only in large corporations.

A
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 31
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual

25.
An individual who works with and through other people by coordinating their work activities in order to accomplish
organizational goals is ________.
A)
a laborer
B)
a manager
C)
an assembly line worker
D)

a salesperson
B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 31
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

26.
Supervisor is another name for which of the following?
A)
top manager
B)
first-line manager
C)
team leader
D)

middle manager
B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

27.
A ________ is an example of a first-line manager.
A)
shift manager
B)
regional manager
C)
division manager
D)

store manager

A
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

28.
Managers with titles such as regional manager, project leader, or division manager are ________.
A)
top managers
B)
production managers
C)
first-line managers
D)

middle managers
D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

29.
________ are responsible for making organization-wide decisions and establishing the plans and goals that affect the
entire organization.
A)
Production managers
B)
First-line managers
C)
Research managers
D)

Top managers

D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

30.
________ have titles such as executive vice president, chief operating officer, and chief executive officer.
A)
Middle managers
B)
First-line managers
C)
Team leaders
D)

Top managers

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

31.
________ involves ensuring that work activities are completed efficiently and effectively by the people responsible for
doing them.
A)
Planning
B)
Organizing
C)
Managing
D)

Commanding

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

32.
Which of the following is an example of an efficient manufacturing technique?
A)
increasing product reject rates
B)
meeting customers' rigorous demand
C)
cutting inventory levels
D)

increasing the amount of time to manufacture products

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

33.
Wasting resources is considered to be an example of ________.
A)
ineffableness
B)
inefficiency
C)
ineffectiveness
D)

inefficacy
B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

34.
An automobile manufacturer increased the total number of cars produced keeping the production cost the same. The
manufacturer ________.
A)
increased its equity
B)
increased its effability
C)
increased its effectiveness
D)

increased its efficiency

D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Application

35.
Effectiveness is associated with ________.
A)
decreasing production time
B)
doing the right things
C)
reducing inventory
D)

doing things right

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

36.
Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment
of organizational goals.
A)
effectiveness; effability
B)
efficiency; experience
C)
efficiency; effectiveness
D)

effectiveness; efficiency

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

37.
In successful organizations, ________.
A)
high efficiency and high effervescence go hand in hand
B)
high efficiency and high effectiveness go hand in hand
C)
high efficiency and high accessibility go hand in hand
D)

high efficiency and high equanimity go hand in hand


B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
38.
Henri Fayol, in the early part of the twentieth century proposed that all managers perform ________ functions.
A)
three
B)
nine
C)
five
D)

four
C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Conceptual

39.
Today, the basic management functions include ________.
A)
planning, organizing, commanding, and coordinating
B)
planning, organizing, coordinating, and controlling
C)
planning, organizing, leading, and controlling
D)

planning, organizing, commanding, and controlling


C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1
Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

40.
Establishing strategies for achieving organizational goals is a part of the ________ function.
A)
organizing
B)
coordinating
C)
planning
D)

leading
C
A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

41.
Organizing includes ________.
A)
motivating organizational members
B)
hiring organizational members
C)
setting organizational goals
D)

determining who does what tasks


D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions; Discuss
factors influencing organizational structure decisions
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

42.
A manager resolving conflict among organizational members is performing which of the following functions?
A)
leading
B)
organizing
C)
controlling
D)

planning

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

43.
Motivating subordinates is primarily associated with the management function of ________.
A)
leading
B)
planning
C)
controlling
D)

organizing

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

44.
The process of monitoring, comparing, and correcting is called ________.
A)
planning
B)
leading
C)
controlling
D)

organizing

A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

45.
________ developed a categorization scheme for defining what managers do, consisting of 10 different but highly
interrelated roles.
A)
Henri Fayol
B)
Peter Drucker
C)
Henry Mintzberg
D)

Abraham Maslow
C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 36
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

46.
According to Mintzberg's managerial roles, the ________ roles are ones that involve people and other duties that are
ceremonial and symbolic in nature.
A)
informational
B)
decisional
C)
technical
D)

interpersonal
D

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 36
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

47.
The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial
roles.
A)
informational
B)
decisional
C)
interpersonal
D)

technical

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 36
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

48.
Which of the following is an example of an informational role according to Mintzberg?
A)
negotiator
B)
monitor
C)
resource allocator
D)

liaison

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 36
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

49.
Which of the following is not an example of an interpersonal role according to Mintzberg?
A)
liaison
B)
leader
C)
figurehead
D)

spokesperson
D

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 36-37


Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
50.
Which of the following is an example of a decisional role according to Mintzberg?
A)
disseminator
B)
monitor
C)
figurehead
D)

entrepreneur
D
A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 37
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

51.
The ________ role (as Mintzberg defined it) is more important for lower-level managers than it is for either middle-or top-
level managers.
A)
leader
B)
figurehead
C)
disseminator
D)

negotiator

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 37
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

52.
Robert L. Katz proposed ________.
A)
five traditional management functions
B)
ten critical managing roles
C)
six traditional management styles
D)

three critical managing skills

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 37
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

53.
Katz proposed that managers need ________ skills.
A)
human, empirical, and mechanical
B)
technical, human, and financial
C)
technical, interpersonal, and legal
D)
technical, human, and conceptual

A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 37
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

54.
Technical skills include ________.
A)
job specific knowledge needed to proficiently perform work tasks
B)
experience gained by experiments that are used in performing managerial tasks
C)
skills managers use to think and to conceptualize about abstract and complex situations
D)

the ability to work well with individuals and groups


A
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual
55.
Which of the following skills tend to be more important for first-line managers since they manage employees who
produce the organization's product?
A)
empirical
B)
conceptual
C)
human
D)

technical
D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

56.
Understanding building codes would be considered a ________ skill for a building contractor.
A)
technical
B)
empirical
C)
human
D)

conceptual
A
A)
B)
C)
D)
Comment:
Type: MC

Var: 1
Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

57.
Which of the following skills involves the ability to work well with other people, both individually and in a group?
A)
technical skills
B)
planning skills
C)
assessment skills
D)

human skills
D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

58.
Which of the following is true concerning the three managerial skills?
A)
Technical skills increase and conceptual skills decrease in importance as a manager climbs the organizational chart.
B)
Conceptual skills are most important for lower-level managers.
C)
Technical skills tend to be most important for middle-level managers.
D)

Human skills remain equally important to all levels of management.

D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Conceptual

59.
Managers with good ________ know how to communicate, motivate and lead to get the best out of their people.
A)
conceptual skills
B)
empirical skills
C)
technical skills
D)

human skills

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

60.
Conceptual skills involve ________.
A)
managing employees who use tools to produce the organization's products
B)
inspiring enthusiasm and trust among employees
C)
thinking about abstract and complex situations
D)

communicating with customers

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Conceptual

61.
Which of the following changes has resulted in the shifting of organizational boundaries?
A)
changing security threats
B)
digitization
C)
increased emphasis on organizational ethics
D)

increased competitiveness
B

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 40
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Moderate
Classification: Conceptual

62.
Increased accountability of employees is typically caused by ________.
A)
increased digitization
B)
discrimination concerns
C)
increased emphasis on organizational ethics
D)

security threats to the organization


C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 40
Learning Outcome: Discuss the role of ethics and social responsibility in management
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Moderate
Classification: Conceptual

63.
Which of the following is true regarding a manager's job with respect to customers?
A)
Managers must create a customer-responsive organization in order to survive successfully in today's environment.
B)
Employees play an insignificant role in delivering quality customer services.
C)
Managers have not yet recognized the importance of delivering consistent high-quality customer services.
D)

Today, the majority of employees in developed countries work in product sectors.


A

A)
B)
C)
D)
Comment:
Type: MC
Var: 1

Page Ref: 41
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual

64.
Social media is a communications tool which should not be used to ________.
A)
tap into innovation and talent
B)
publish one-way messages from managers to employees
C)
manage human resources
D)

connect with customers

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 41
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Moderate
Classification: Conceptual

65.
From a business perspective, a company's ability to achieve its business goals and increase long-term
sh older value by integrating economic, environmental, and social opportunities into its business
ar strategies is known as ________. A)
eh
accountability
B)
equitability
C)
universality
D)

sustainability

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 42
Learning Outcome: Discuss the role of ethics and social responsibility in management
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Easy
Classification: Conceptual

66.
Which of the following is true regarding the changes that a manager's job is undergoing?
A)
Digitization hardly affects a manager's responsibilities.
B)
Innovative efforts are exclusively important for managers serving in high-tech organizations.
C)
According to managers, employees contribute the least to the success of a customer service organization.
D)

Managers practicing sustainability integrate economic, environmental, and social opportunities into the business strategy.
D
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 42
Learning Outcome: Discuss the role of ethics and social responsibility in management
AACSB: Reflective Thinking Skills
Ch. Objective: 4
Difficulty: Moderate
Classification: Conceptual
67.
Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work
areas, and in all organizations, no matter where they are located. This principle is known as the ________.
A)
universality of management
B)
reality of management
C)
impartiality of management
D)

neutrality of management
A
A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 43
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual

68.
The universality of management means that ________.
A)
all managers in all organizations perform the same quantity of managerial functions
B)
all managers in all organizations perform the four management functions
C)
any manager can work in any organization and perform any management function
D)

all managers in all organizations perform managerial functions in similar ways


B
A)
B)
C)
D)
Comment:

Type: MC
Var: 1

Page Ref: 43
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Moderate
Classification: Conceptual

69.
Which of the following types of managerial positions is most likely to involve clerical duties?
A)
regional manager
B)
supervisor
C)
project leader
D)

president
B

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 44
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Moderate
Classification: Conceptual

70.
Which of the following represents one of the challenges of management?
A)
have to deal with a variety of personalities
B)
enjoy relatively easy work
C)
have little influence on organizational outcomes
D)

support, coach, and nurture others


A

A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 44
Learning Outcome: Discuss different ways managers work with and promote diversity in organizations
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual

71.
Which of the following represents one of the rewards of being a manager?
A)
motivating workers in chaotic situations
B)
receiving recognition in the organization
C)
doing duties that are more clerical than managerial
D)

operating with limited resources

B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 44
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Easy
Classification: Conceptual

Managerial Basic Training (Scenario)


Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help
provide some "basic" managerial training to the engineers in the research and development unit of the new company. To
ensure you are covering the important issues, your boss has asked to see an overview of materials that you will be
providing the engineers.

72.
The engineers have to be informed that, ________ are the people who direct the activities of others in an organization.
A)
subordinates
B)
line workers
C)
managers
D)

directors
C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 31
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

73.
Many of the engineers in the group are unclear about what managers actually do. Your training materials should explain
that a manager's job focuses on ________.
A)
helping others accomplish their work goals
B)
supervising groups rather than individual employees
C)
performing clerical duties
D)

personal achievement

A
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 31
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills
Ch. Objective: 1
Difficulty: Easy
Classification: Conceptual

74.
The engineers need to be informed that supervisors may frequently be referred to as ________.
A)
first-line managers
B)
project leaders
C)
middle managers
D)

top managers

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

75.
After the merger, the management then makes a deliberate arrangement of people to accomplish specific purposes. Such
an arrangement makes up a(n) ________.
A)
trust
B)
organization
C)
coalition
D)

affinity group

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment; Discuss factors influencing organizational
structure decisions
AACSB: Reflective Thinking Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

The Customer Meeting (Scenario)

Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is
sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who
reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben
regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the
customer concerns, and to develop a specific plan to address these concerns.

76.
Kelly is a ________.
A)
first-line manager
B)
top manager
C)
middle manager
D)

nonmanagerial employee
A

A)
B)
C)
D)
Comment:
Type: MC
Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Application

77.
Ben and Dan are ________.
A)
supervisors
B)
top managers
C)
first-line managers
D)

middle managers

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Application

78.
McKenna is a ________.
A)
supervisor
B)
first-line manager
C)
middle manager
D)
top manager

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Application

79.
Kelly, Ben, Dan, and McKenna are part of an organization that has a ________.
A)
traditional committee structure
B)
traditional pyramid structure
C)
modern jury structure
D)

modern matrix structure


B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment; Discuss factors influencing organizational
structure decisions
AACSB: Analytic Skills
Ch. Objective: 2
Difficulty: Easy
Classification: Application

The Perfect Manager (Scenario)


Brenda Kraft has proven to be an able manager. Her section has a high project completion rate with highest quality
products and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other
managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of
"management functions."

80.
Brenda's ability to complete activities efficiently and effectively with and through other people is known as ________.
A)
leadership
B)
delegation
C)
management
D)

entrepreneurship
C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 33
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Application

81.
Brenda's ability to produce the same amount of product with fewer personnel is a reflection of her ________.
A)
effectiveness
B)
efficiency
C)
leadership
D)

process skills

B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Application

82.
The fact that Brenda completes her projects is an indication of her ________ as a manager.
A)
leadership
B)
attention to detail
C)
efficiency
D)

effectiveness

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Easy
Classification: Application

83.
If Brenda accomplishes her projects with high-quality results, but takes more time than other managers in the process, as
a manager she is ________.
A)
project oriented, but not effective
B)
efficient, but ineffective
C)
a leader, but not a top manager
D)

effective, but inefficient

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

Joe the Manager (Scenario)

As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce.
He also decides which employee will operate which machine. On Monday, he informs his employees of their assignments
to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult
this week due to the increased number of units that have to be produced. He goes on to tell them that he is sure they can
fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount
of output that the employees have completed and the number of units that have been rejected.

84.
When Joe decides as to how many units of output his employees should produce, he is performing which of the following
management functions?
A)
leading
B)
controlling
C)
planning
D)

organizing
C

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Identify the different types of decisions managers make and discuss how they make decisions
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

85.
When Joe checks the amount of output that the employees have completed and the number of units that have been
rejected, he is performing which of the following management functions?
A)
planning
B)
leading
C)
organizing
D)

controlling

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

86.
When Joe tells the employees that he is sure they can fulfill the schedule because they are good and skilled employees, he
is performing which of the following management functions?
A)
planning
B)
leading
C)
controlling
D)

organizing

A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

The General Manager (Scenario)

Michael is the manager of a production facility. On a routine day, Michael meets with the employees who produce the
organization's product. At another time, Michael meets with the production manager, Betty, and the human resource
manager, Joyce, to discuss complaints filed by one of the employees in the production department. Michael also spends
time on the Internet looking for new technologies that can be used in the production processes of his plant.

87.
When Michael meets with Betty and Joyce to discuss a complaint filed by one of the employees in the production
department, he requires which of the following managerial skills?
A)
conceptual skills
B)
human skills
C)
empirical skills
D)

technical skills
B
A)
B)
C)
D)
Comment:
Type: MC

Var: 1
Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

88.
When Michael manages the employees who produce the product, he is utilizing his ________.
A)
technical skills
B)
conceptual skills
C)
empirical skills
D)

human skills
A
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

89.
Michael's search for new technologies that can be used in the production processes of his plant is an example of which
type of management skill?
A)
interpersonal
B)
communication
C)
effectiveness
D)

conceptual

D
E
A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

Managerial Skills (Scenario)

Adam, Brenda, Carl, and Dan are employees in the same organization. Adam is the shift manager, Brenda is the district
manager, Carl is the regional manager and Dan is the project leader. Adam manages the employees who produce the
organization's product. After noticing his excellent work, he is promoted to division manager. Carl on the other hand,
after a disciplinary proceeding is assigned to the post of office manager. Ethan is the managing director of the same
organization.

90.
Which of the following is true for Adam before his promotion?
A)
His technical skills are of the utmost priority.
B)
He need not have any empirical skills
C)
He need not possess any human skills.
D)

His conceptual skills are of the utmost priority.

A)
B)
C)
D)
Comment:

Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

91.
Which of the following is true for Adam after his promotion?
A)
The importance of his human skills are to be reduced.
B)
His conceptual skills are going to take the priority.
C)
The importance of his technical skills is about to be reduced.
D)

His empirical skills are going to be most important.


C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

92.
Which of the following is true for Ethan?
A)
He need not possess any human skills.
B)
He should be very sound in his technical skills.
C)
Conceptual skills are the most important skills that Ethan requires.
D)

He can manage with limited financial skills.

C
A)
B)
C)
D)
Comment:
Type: MC

Var: 1

Page Ref: 38
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Analytic Skills
Ch. Objective: 3
Difficulty: Moderate
Classification: Application

93.
Explain briefly how the definition of a manager has changed over time.
Managers used to be defined as the organizational members who told others what to do and how to do it. In the past, it
was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who
worked directly on a job or task and had no one reporting to them. Managers were those who supervised other
employees.
Today, the changing nature of organizations and work has blurred the distinction between managers and
nonmanagerial employees. Many traditional nonmanagerial jobs now include managerial activities. Most
employees are multi-skilled and are being cross trained. Within a single shift, an employee can be a team leader,
equipment operator, maintenance technician, quality inspector, or improvement planner. Comment:
Type: ES

Var: 1

Page Ref: 31
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 2; 4
Difficulty: Moderate
Classification: Conceptual

94.
Describe and provide examples of first-line, middle, and top managers.

a. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are
directly involved with the production or creation of the organization's products. First-line managers are often called
supervisors or even shift managers, district managers, department managers, or office managers.
b. Middle managers are found between the lowest and top levels of the organization. These managers manage the work
of first-line managers and may have titles such as department head, project leader, store manager, or division manager.
c. Top managers are responsible for making organization-wide decisions and establishing the plans and
goals that affect the entire organization. These individuals typically have titles such as executive vice president,
president, managing director, chief operating officer, or chief executive officer. Comment:

Type: ES

Var: 1

Page Ref: 32
Learning Outcome: Describe the components of the management environment; Discuss factors influencing organizational
structure decisions
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 2
Difficulty: Easy
Classification: Conceptual

95.
Briefly discuss the difference between efficiency and effectiveness.
a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce
inputsincluding resources such as people, money, and equipmentthey are concerned with the efficient use of resources.
It's often referred to as "doing things right"—that is, not wasting resources. For instance, efficient manufacturing
techniques can be implemented by doing things such as cutting inventory levels, decreasing the amount of time to
manufacture products, and lowering product reject rates.
b. Effectiveness is often described as "doing the right things"that is, doing those work activities that will
help the organization reach its goals. For instance, goals can include meeting customers' rigorous demands,
executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various
work initiatives these goals can be pursued and achieved. Whereas efficiency is concerned with the means of
getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Comment:
Type: ES

Var: 1

Page Ref: 34
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

96.
List and explain the four basic functions of management.
The four basic functions of management are: (a) Planning, (b) Organizing, (c) Leading, and (d) Controlling.
a. When managers engage in planning, they set goals, establish strategies for achieving those goals, and develop plans to
integrate and coordinate activities.
b. When managers organize, they determine what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
c. When managers engage in leading, they motivate subordinates, help resolve work group conflicts, influence individuals
or teams as they work, select the most effective communication channel, or deal in any way with employee behavior
issues.
d. When managers control, they ensure that goals are being met and that work is being done as it should be.
They monitor and evaluate performance. They compare actual performance with the set goals. If those goals
aren't being achieved, it's the manager's job to get work back on track. This process of monitoring, comparing,
and correcting is the controlling function. Comment:
Type: ES

Var: 1

Page Ref: 35
Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

97.
List the 10 managerial roles developed by Mintzberg.
Mintzberg described 10 managerial roles grouped around interpersonal relationships, the transfer of information, and
decision making.
A. The interpersonal roles are ones that involve people (subordinates and persons outside
the organization) and other duties that are ceremonial and symbolic in nature. The three
interpersonal roles include:
a. figurehead
b. leader
c. liaison
B. The informational roles involve collecting, receiving, and disseminating information. The three informational roles
include:
a. monitor
b. disseminator
c. spokesperson
C. Finally, the decisional roles entail making decisions or choices. The four decisional roles include:
a. entrepreneur
b. disturbance handler
c. resource allocator
d. negotiator Comment:
Type: ES

Var: 1

Page Ref: 36-37


Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 3
Difficulty: Moderate
Classification: Conceptual

98.
Describe the three main types of managerial skills identified by Robert Katz. Which skills are most important to each level
of management, and why?
Robert L. Katz proposed that managers need three critical skills in managing: technical, human, and conceptual.
a. Technical skills are the job specific knowledge and techniques needed to proficiently perform work tasks. These skills
tend to be more important for first-line managers because they typically manage employees who use tools and techniques
to produce the organization's products or
service the organization's customers. Often, employees with excellent technical skills get promoted to first-line manager.
b. Human skills involve the ability to work well with other people both individually and in a group. Because all managers
deal with people, these skills are equally important to all levels of management. Managers with good human skills get the
best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust.
c. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex
situations. Using these skills, managers see the organization as a whole, understand the relationships among
various subunits, and visualize how the organization fits into its broader environment. These skills are most
important to top managers. Comment:
Type: ES

Var: 1

Page Ref: 38-39


Learning Outcome: Describe the roles of managers and the skills they need to succeed within an organization
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 3
Difficulty: Easy
Classification: Conceptual

99.
In a short essay, describe the importance of customers to the manager's job.
Organizations need customers. Without them, most organizations would cease to exist. Yet, focusing on the customer has
long been thought to be the responsibility of marketing types. However, employee attitudes and behaviors play a big role
in customer satisfaction. Managers are recognizing that delivering consistent high-quality customer service is essential for
survival and success in today's competitive environment and that employees are an important part of that equation.
Managers must create a customer-responsive organization where employees are friendly and courteous, accessible,
knowledgeable, prompt in responding to customer needs, and willing to do what's necessary to please the customer.
Comment:
Type: ES

Var: 1

Page Ref: 40-41


Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 4
Difficulty: Moderate
Classification: Conceptual

100.
Briefly describe the importance of innovation and sustainability to the manager's job.

Innovation means doing things differently, exploring new territory, and taking risks. It is not just for high-tech or other
technologically sophisticated organizations. Innovative efforts can be found in all types of organizations. If a firm does not
innovate, it undertakes great risks. Innovation is critical to
today's organizations.
The concept of managing in a sustainable way, has had the effect of widening corporate responsibility not only
to managing in an efficient and effective way, but also to responding strategically to a wide range of
environmental and societal challenges. From a business perspective, sustainability is defined as a company's
ability to achieve its business goals and increase long-term shareholder value by integrating economic,
environmental, and social opportunities into its business strategies. Sustainability issues are now moving up
the agenda of business leaders and the boards of thousands of companies. Running an organization in a more
sustainable way means that managers have to make informed business decisions based on thorough
communication with various stakeholders, understanding their requirements, and starting to factor economic,
environmental, and social aspects into how they pursue their business goals. Comment:
Type: ES

Var: 1

Page Ref: 42
Learning Outcome: Describe the components of the management environment; Discuss the role of ethics and social
responsibility in management
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 4
Difficulty: Moderate
Classification: Conceptual

101.
What is universality of management? Why is it important?
Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work
areas, and in all organizations, no matter where they're located. This is known as the universality of management. In all
organizations, managers must plan, organize, lead, and control.
Management is universally needed in all organizations. So it is necessary to find ways to improve the way
organizations are managed. Organizations that are well managed develop a loyal customer base, grow, and
prosper, even during challenging times. Those that are poorly managed find themselves losing customers and
revenues. By studying management and its universality, an individual will be able to recognize poor
management and work to get it corrected. Comment:
Type: ES

Var: 1

Page Ref: 43
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills; Communication Abilities
Ch. Objective: 5
Difficulty: Moderate
Classification: Conceptual

102.
List at least five rewards and five challenges of being a manager.

Rewards of Being a Manager:


a. Managers create a work environment in which organizational members can work to the best of their ability.
b. Managers have opportunities to think creatively and use their imagination.
c. Managers help others find meaning and fulfillment in work.
d. Managers get to support, coach, and nurture others.
e. Managers get to work with a variety of people.
f. Managers receive recognition and status in organization and community.
g. Managers play a role in influencing organizational outcomes.
h. Managers receive appropriate compensation in the form of salaries, bonuses, and stock options.
Challenges of Being a Manager:
a. Managers have to do hard work.
b. Managers have to deal with a variety of personalities.
c. Managers often have to make do with limited resources.
d. Managers have to motivate workers in chaotic and uncertain situations.
e. Managers should be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse
work group. Comment:
Type: ES

Var: 1

Page Ref: 44
Learning Outcome: Describe the components of the management environment
AACSB: Reflective Thinking Skills
Ch. Objective: 5
Difficulty: Moderate
Classification: Conceptual

1.

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FALSE

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93.
Managers used to be defined as the organizational members who told others what to do and how to do it. In the past, it
was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who
worked directly on a job or task and had no one reporting to them. Managers were those who supervised other
employees.
Today, the changing nature of organizations and work has blurred the distinction between managers and nonmanagerial
employees. Many traditional nonmanagerial jobs now include managerial activities. Most employees are multi-skilled
and are being cross trained. Within a single shift, an employee can be a team leader, equipment operator, maintenance
technician, quality inspector, or improvement planner.

94.
a. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are
directly involved with the production or creation of the organization's products. First-line managers are often called
supervisors or even shift managers, district managers, department managers, or office managers.
b. Middle managers are found between the lowest and top levels of the organization. These managers manage the work
of first-line managers and may have titles such as department head, project leader, store manager, or division manager.
c. Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect
the entire organization. These individuals typically have titles such as executive vice president, president, managing
director, chief operating officer, or chief executive officer.

95.
a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce
inputsincluding resources such as people, money, and equipmentthey are concerned with the efficient use of resources.
It's often referred to as "doing things right"—that is, not wasting resources. For instance, efficient manufacturing
techniques can be implemented by doing things such as cutting inventory levels, decreasing the
amount of time to manufacture products, and lowering product reject rates.
b. Effectiveness is often described as "doing the right things"that is, doing those work activities that will help the
organization reach its goals. For instance, goals can include meeting customers' rigorous demands, executing world-class
manufacturing strategies, and making employee jobs easier and safer. Through various work initiatives these goals can be
pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned
with the ends, or attainment of organizational goals.

96.
The four basic functions of management are: (a) Planning, (b) Organizing, (c) Leading, and (d) Controlling.
a. When managers engage in planning, they set goals, establish strategies for achieving those goals, and develop plans to
integrate and coordinate activities.
b. When managers organize, they determine what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
c. When managers engage in leading, they motivate subordinates, help resolve work group conflicts, influence individuals
or teams as they work, select the most effective communication channel, or deal in any way with employee behavior
issues.
d. When managers control, they ensure that goals are being met and that work is being done as it should be. They
monitor and evaluate performance. They compare actual performance with the set goals. If those goals aren't being
achieved, it's the manager's job to get work back on track. This process of monitoring, comparing, and correcting is the
controlling function.

97.
Mintzberg described 10 managerial roles grouped around interpersonal relationships, the transfer of information, and
decision making.
A. The interpersonal roles are ones that involve people (subordinates and persons outside
the organization) and other duties that are ceremonial and symbolic in nature. The three
interpersonal roles include:
a. figurehead
b. leader
c. liaison
B. The informational roles involve collecting, receiving, and disseminating information. The three informational roles
include:
a. monitor
b. disseminator
c. spokesperson
C. Finally, the decisional roles entail making decisions or choices. The four decisional roles include:
a. entrepreneur
b. disturbance handler
c. resource allocator
d. negotiator

98.
Robert L. Katz proposed that managers need three critical skills in managing: technical, human, and conceptual.
a. Technical skills are the job specific knowledge and techniques needed to proficiently perform work tasks. These skills
tend to be more important for first-line managers because they typically manage employees who use tools and techniques
to produce the organization's products or
service the organization's customers. Often, employees with excellent technical skills get promoted to first-line manager.
b. Human skills involve the ability to work well with other people both individually and in a group. Because all managers
deal with people, these skills are equally important to all levels of management. Managers with good human skills get the
best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust.
c. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using
these skills, managers see the organization as a whole, understand the relationships among various subunits, and
visualize how the organization fits into its broader environment. These skills are most important to top
managers.

99.
Organizations need customers. Without them, most organizations would cease to exist. Yet, focusing on the customer has
long been thought to be the responsibility of marketing types. However, employee attitudes and behaviors play a big role
in customer satisfaction. Managers are recognizing that delivering consistent high-quality customer service is essential for
survival and success in today's competitive environment and that employees are an important part of that equation.
Managers must create a customer-responsive organization where employees are friendly and courteous, accessible,
knowledgeable, prompt in responding to customer needs, and willing to do what's necessary to please the customer.

100.
Innovation means doing things differently, exploring new territory, and taking risks. It is not just for high-tech or other
technologically sophisticated organizations. Innovative efforts can be found in all types of organizations. If a firm does not
innovate, it undertakes great risks. Innovation is critical to today's organizations.
The concept of managing in a sustainable way, has had the effect of widening corporate responsibility not only to
managing in an efficient and effective way, but also to responding strategically to a wide range of environmental and
societal challenges. From a business perspective, sustainability is defined as a company's ability to achieve its business
goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its
business strategies. Sustainability issues are now moving up the agenda of business leaders and the boards of thousands
of companies. Running an organization in a more sustainable way means that managers have to make informed business
decisions based on thorough communication with various stakeholders, understanding their requirements, and starting
to factor economic, environmental, and social aspects into how they pursue their business goals.

101.
Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work
areas, and in all organizations, no matter where they're located. This is known as the universality of management. In all
organizations, managers must plan, organize, lead, and control.
Management is universally needed in all organizations. So it is necessary to find ways to improve the way organizations
are managed. Organizations that are well managed develop a loyal customer base, grow, and prosper, even during
challenging times. Those that are poorly managed find themselves losing customers and revenues. By studying
management and its universality, an individual will be able to recognize poor management and work to get it corrected.

102.
Rewards of Being a Manager:
a. Managers create a work environment in which organizational members can work to the best of their ability.
b. Managers have opportunities to think creatively and use their imagination.
c. Managers help others find meaning and fulfillment in work.
d. Managers get to support, coach, and nurture others.
e. Managers get to work with a variety of people.
f. Managers receive recognition and status in organization and community.
g. Managers play a role in influencing organizational outcomes.
h. Managers receive appropriate compensation in the form of salaries, bonuses, and stock options.
Challenges of Being a Manager:
a. Managers have to do hard work.
b. Managers have to deal with a variety of personalities.
c. Managers often have to make do with limited resources.
d. Managers have to motivate workers in chaotic and uncertain situations.
e. Managers should be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group.